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That is not what I intend with this book.There are no quick fixes for the fundamental problems of life. But I can offer you tools that I'll call theories in this book, which will help you make good choices, appropriate to the circumstances of your life.
I learned about the power of this approach in 1997, before I published my first book, The Innovator's Dilemma. I got a call from Andy Grove, then the chairman of Intel. He had heard of one of my early academic papers about disruptive innovation, and asked me to come to Santa Clara to explain my research and tell him and his top team what it implied for Intel. A young professor, I excitedly flew to Silicon Valley and showed up at the appointed time,only to have Andy say,“Look,stuff has happened.We have only ten minutes for you.Tell us what your research means for Intel, so we can get on with things.”
I responded,“Andy, I can't,because I know very little about Intel.The only thing I can do is to explain the theory first; then we can look at the company through the lens that the theory offers.”I then showed him a diagram of my theory of disruption.I explained that disruption happens when a competitor enters a market with a low-priced product or service that most established industry players view as inferior. But the new competitor uses technology and its business model to continually improve its offering until it is good enough to satisfy what customers need. Ten minutes into my explanation, Andy interrupted impatiently: “Look, I've got your model. Just tell us what it means for Intel.”
然而，最新的是一些现代思想家解决问题的方法。一群所谓的专家只是提供答案。毫不奇怪，这些答案非常吸引一些人。他们接受棘手的问题—人们可以一辈子都不解决的问题—而且提供快速解决方案。
这不是我写这本书的意图。没有快速解决生活根本问题的方法。但是我可以给你一些工具，我在这本书里称之为理论，会帮助你做出很好的选择，适合你的生活。
我在1997年，出版我第一本书《创新者的困境》之前，了解了这种方法的威力。我接到了时任英特尔董事长的安迪·格罗夫打来的电话。他听说了我早期的一篇关于开拓性的学术论文，就邀请我去圣・克莱拉解释我的研究并且告诉他和他的顶级团队对于英特尔来说这意味着什么，作为一位年轻的教授，我兴奋地飞到了硅谷，在约定的时间出现，结果安迪说，“看，事情已经这样。我们只给你十分钟的时间，告诉我们你的研究对英特尔意味着什么，这样我们就可以更好地解决问题”。我回应道:“安迪，我不能，因为关于英特尔我知道得很少，唯一能做的就是首先解释这个理论，然后我们可以通过理论提供的视角来看公司。”然后我给他看了一张有关开拓理论的图表。我解释说，当竞争对手进入一个拥有低价产品或者廉价服务的市场时，这种混乱就会发生，而大多数老牌行业业者都认为这种产品或服务是劣质的。
但是新的竞争对手利用技术和业务模板不断改进其产品，直到它好到
足以满足客户的需求。我十分钟解释还没结束，安迪就不耐烦地打断:“好，我知道了你的模板，告诉我们这对英特尔意味着什么。
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